Strategic Positioning in Australian Higher Education

Mahat, Marian

doi:10.1007/978-94-6300-675-0_7

Cited by 3 publications

(2 citation statements)

References 49 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Fumasoli and Lepori (2011) illustrate how the positioning patterns of three Swiss higher education institutions result to both deliberate and emergent strategies, even if with different degrees of success. Similar results can be found in Mahat (2015) regarding the distinctive positioning attempts of medical schools in Australia. Naudè and Ivy (1999) illustrate how 'newer' UK universities use marketing services to identify alternative niches and differentiate themselves vis-à-vis 'traditional' universities.…”

Section: The Managerial Rationality Perspectivesupporting

confidence: 85%

“…Once we focus on the empirical findings, we find mixed evidence to support either hypotheses of environmental determinism or managerial rationality. On the one hand, several studies show distinctive strategic processes in highly institutionalised contexts (Bonaccorsi and Daraio 2007;Rossi 2009b;Mahat 2015), where convergence processes are expected (see also Kraatz and Zajac (1996)). On the other hand, emulative and compliant behaviours are observed in increasing competitive contexts (James and Huisman 2009;Silander and Haake 2016;Pizarro Milian 2017).…”

Section: Attempts At Balancing Conflicting Hypothesesmentioning

confidence: 99%

See 1 more Smart Citation

The determinants of university strategic positioning: a reappraisal of the organisation

2019

View full text Add to dashboard Cite

This paper makes a contribution to the debate on university organisational actorhood by theorising the determinants of institutional strategic positioning. It argues that besides environmental forces and managerial rationality, the organisational dimension needs to be accounted for. Addressing the mixed empirical evidence in the relevant literature, we conceptualise the organisational dimension as a meso-level intervening variable mediating both external influences (outside-inside) and organisational action (inside-outside). We operationalise the organisational dimension along three components: organisational structure, identity and centrality, which are further elaborated in sub-components and indicators. A set of hypotheses to be tested in empirical research is provided. The paper offers new perspectives on the dynamics of change in higher education and on strategic agency of organisational actors.

show abstract

Section: The Managerial Rationality Perspectivesupporting

confidence: 85%

Section: Attempts At Balancing Conflicting Hypothesesmentioning

confidence: 99%

The determinants of university strategic positioning: a reappraisal of the organisation

2019

View full text Add to dashboard Cite

show abstract

The competitive forces that shape Australian medical education

Mahat

2019

IJEM

Self Cite

View full text Add to dashboard Cite

Purpose Medical education is an evidence-driven professional field that operates in an increasingly regulated environment as compared to other fields within universities. The purpose of this paper is to establish the extent to which Porter’s five competitive forces framework (Porter, 2008) can drive the management of medical schools in Australia. Design/methodology/approach Drawing on data from semi-structured interviews with over 20 staff from 6 case study Australian medical schools, this paper explores Australian medical education, by looking at the current policy context, structure and interactions between organizations within the system. Findings The findings provide evidence that environmental forces affect the nature of competition in medical education, and that competitive advantage can be gained by medical schools from a sustained analysis of the industry in which they operate in. Consequently, it is possible to apply a pre-dominantly profit-oriented framework to higher education. Research limitations/implications As an industry facing increasing pressure toward marketization and competition, the findings provide sufficient evidence that an analysis of higher education as an industry is possible. Practical implications The findings provide evidence that strategic leadership and management in higher education should encompass greater levels of delegation and decision making at all levels. Effective leadership should focus on creating an inspiring vision of the future through a sustained analysis of the industry in which they operate. Originality/value The study has made a key contribution through an industry analysis of Australian medical education, which provide important implications for leadership and management in higher education. The study is of significant value to researchers as well as senior management in higher education.

show abstract

The Regulatory Environment of Non-Profit Higher Education and Research Institutions and Its Implications for Managerial Strategy

Mahat

Pettigrew

2017

Handbook of Research on Emerging Business Models and Managerial Strategies in the Nonprofit Sector

View full text Add to dashboard Cite

The concept of strategy in non-profit higher education is a contested issue. It is argued that strategy, in the business sense, does not apply to a substantially public and more institutionalized sector such as higher education and is not achievable in complex, loosely coupled organizations such as universities. Additionally, strategy does not sit easily with organizations operating in regulated contexts limiting competitive market pressures. This chapter discusses the regulatory environment of non-profit higher education by focusing on one of the most highly regulated disciplines: medical education and research. The chapter will begin by developing a context for discussion by firstly mapping the landscape of Australian medical education and research. Subsequently, the chapter argues that medical schools and research institutes need to exercise as much discretion as they can in the area under their control, develop sound strategies to deal with their changed circumstances, and develop a coherent and defensible basis for decision making through assessing their environment.

show abstract

Strategic Positioning in Australian Higher Education

Cited by 3 publications

References 49 publications

The determinants of university strategic positioning: a reappraisal of the organisation

The determinants of university strategic positioning: a reappraisal of the organisation

The competitive forces that shape Australian medical education

The Regulatory Environment of Non-Profit Higher Education and Research Institutions and Its Implications for Managerial Strategy

Contact Info

Product

Resources

About